Recalibrating pandemic risk leadership: Thirteen crisis ready strategies for COVID-19
Autor: | Jamie K. Wardman |
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Rok vydání: | 2020 |
Předmět: |
021110 strategic
defence & security studies 2019-20 coronavirus outbreak 010504 meteorology & atmospheric sciences Coronavirus disease 2019 (COVID-19) business.industry Strategy and Management Severe acute respiratory syndrome coronavirus 2 (SARS-CoV-2) 0211 other engineering and technologies General Engineering General Social Sciences 02 engineering and technology Crisis management Public relations 01 natural sciences Political science Pandemic Safety Risk Reliability and Quality business Risk management 0105 earth and related environmental sciences Theme (narrative) Crisis communication |
Zdroj: | Journal of Risk Research. 23:1092-1120 |
ISSN: | 1466-4461 1366-9877 |
Popis: | Good leadership is widely regarded as a crucial component of risk and crisis management and remains an enduring theme of more than 40 years of inquiry into emergencies, disasters, and controversies. Today, the question of good leadership has come under the spotlight again as a key factor shaping how successfully nations have dealt with the COVID-19 global health crisis. Amidst plummeting levels of public trust, the worst recession of the G7, and the highest death toll in Europe, the UK’s pandemic leadership response has faced especially stern accusations of incompetence and culpability for what has been described as the most catastrophic science policy failure for a generation. Addressing these issues, this paper argues for the adoption of a more pluralised UK leadership approach for handling COVID-19. Particularly, it is contended that as COVID-19 is a multifaceted problem that presents many varied and distributed challenges, UK leadership should employ a differentiated range of strategic mechanisms and processes to help improve substantive understandings and decision-making, support collective resilience, and build adaptive capacities as the crisis continues. The paper accordingly identifies and elaborates thirteen strategies, drawing on lessons and insights from the risk and crisis management field, that are proposed to serve as a useful heuristic to help guide UK pandemic leadership in this endeavour. To illustrate the value and application of each strategy, examples are provided of noteworthy leadership responses to COVID-19 observed internationally thus far, as well as leadership problems that have hampered the UK’s pandemic response. In conclusion, it is suggested that in as far as the conduct expected of leaders during a pandemic, or any other crisis, should maintain and be reflective of democratic values and standards of legitimacy, these strategies may also provide broadly applicable normative criteria against which leadership performance in handling COVID-19 may be judged as crisis ready. |
Databáze: | OpenAIRE |
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